1- How would using the principles of Six Sigma, Lean, PDCA, and FMEA be different at Cleveland Clinic compared to the manufacturing industry?

2- What happens when there are inefficiencies with the use of equipment in an organization's system?

3- In addition to surgical instruments, to what other processes were Cleveland Clinic able to apply the principles of Six Sigma, Lean, PDCA, and FMEA?

These questions should be answered based on the "Lean Process Improvements at Cleveland Clinic" case.